Doing Action Research in Your Own Organization

By David Coghlan, T. Brannick. 2000

1,511 citations recorded by the source corpus.

PART ONE: FOUNDATIONS Introducing Action Research Inquiring in your own organization A brief introduction to action research Three audiences, voices or practices Enacting action research cycles The action research cycles Pre-step: context and purpose Main steps Meta-learning Quality and rigour in action research Conclusions Recommended reading Exercise 1.1: Enacting the action research cycles Knowing in Action Knowing and learning General empirical method Authenticity Action science and collaborative developmental inquiry as first-person practice Second-person skills Conclusions Recommended reading Exercise 2.1 First-person knowing in action Exercise 2.2 Keeping a journal Exercise 2.3 Developing inquiry skills Understanding Action Research Action Research as practical knowing The foundations of action research The philosophy of action research Modalities of action research Organization development through action research Conclusions Recommended reading PART TWO: IMPLEMENTATION Constructing and Selecting Your Insider Project Constructing the action research project Selecting the research project Writing an insider action research proposal Developing the action research Conclusions Recommended reading Exercise 4.1 Questions for constructing and selecting Exercise 4.2 Writing a thesis proposal Designing and Implementing Your Action Research Project The process of planned change Planned change through action research Learning mechanisms Data generation as intervention The role of technology How do you know when to stop? Conclusions Recommended reading Exercise 5.1 The process of implementation Exercise 5. 2 Reflection for praxis Interlevel Dynamics in Insider Action Research Interlevel dynamics of change Interlevel dynamics of strategy Levels of analysis in action research Conclusions Recommended reading Exercise 6.1 Applying interlevel dynamics Exercise 6.2 Change issues Exercise 6.3 The learning window Using Frameworks to Study Organizations in Action Organizational diagnosis Systems thinking and practice Change and learning Conclusions Recommended reading Exercise 7.1 Understanding Your Organization Exercise 7.2 Using Systems Thinking PART THREE: ISSUES AND CHALLENGES IN RESEARCHING YOUR OWN ORGANIZATION Researching Your Own Organization Focus of the researcher and system Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4 Action Research at Home Conclusions Recommended reading Exercise 8.1 Assessing your research focus Preunderstanding, Role Duality and Access Preunderstanding Role duality: Organizational and researcher roles Access Conclusions Recommended reading Exercise 9.1 Assessing Your Preunderstanding Managing Ethics and Organizational Politics Ethics Politics Integrating roles, politics and ethics Conclusions Recommended reading Exercise 10.1 Assessing ethics and politics Exercise 10.2 Force field analysis Writing up Your Insider Action Research Work An action research dissertation Constructing and writing your dissertation Dissemination Publishing Conclusions Recommended reading In Conclusion

Subfields: Management Science and Operations Research

View Paper: https://www.semanticscholar.org/paper/e62eaf784dbe24e2d85ca1aed4cbebc9f5db607d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

Citations in the corpus

From leadership-as-practice to leaderful practice (2011, background): “As we attend to the work of the organization, we encounter the concept of agency – the manner in which we make a difference in the world by mobilizing social actions (Coghlan and Brannick, 2005; Emirbayer and Mische, 1998).”
Board involvement in strategy : advancing the governance of sport organizations (2009, methodology): “A final component of the action research model developed for this research was the inclusion of Coghlan and Brannick’s (2001) concept of meta learning.”
Bridging Practice and Theory: A Design Science Approach (2009, background): “If in addition the researcher is able to engage in action research (Coghlan & Brannick, 2001) and actually affect the way the solution design is modified, Phase 2 research can already lend itself to development if not also testing of theoretical hypotheses using a quasiexperimental design.”
Developing Managers as Learners and Researchers: Using Action Learning and Action Research (2006, positive): “In insider action research, the researcher as a manager, who may be in any functional or staff area, is not only concerned with studying some aspect of the organization but with changing it (Coghlan, 2001; Coghlan and Brannick, 2005).”
Integrating Qualitative and Quantitative Methods for Organizational Diagnosis (2008, positive): “The action researcher’s goal of bridging scholarly theory and workable solutions (Coghlan & Brannick, 2001) may be facilitated through the intimacy and fidelity of mixed methods research.”
Breaking out of a distinct social space: reflections on supporting community participation for people with severe and profound intellectual disability (2009, background): “Change is central to action research and an aim was to help the staff teams improve their practices in these workplaces (Coghlan & Brannick, 2001; McNiff, Lomax, & Whitehead, 1996).”
Examining the effects of the flipped model of instruction on student engagement and performance in the secondary mathematics classroom: An action research study (2013, methodology): “Since action science research is research in action, the process of data collection was integrated with the actual intervention (Coghlan & Brannick, 2005).”